STRATEGIC PLAN One Island health system supporting improved health for Islanders

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1 STRATEGIC PLAN One Island health system supporting improved health for Islanders

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3 02 Message from the Board Chair 03 Executive Summary 04 Introduction 05 Performance & Accountability Framework contents 06 Strategic Direction 09 s Goals & Objectives 10 Implementation & Accountability 11 References/Notes 12 Appendices Prepared by: Strategy & Performance March 2013 Published by: PO Box 2000 Charlottetown, PEI Canada, C1A 7N8 Available online at: Printed in Prince Edward Island

4 MESSAGE FROM THE BOARD CHAIR As Chair of the Board of Directors, I am very pleased to present the strategic plan for This plan will guide change and improvement at for the next three years. The plan is focused on the areas of Quality, Efficiency and Access, and builds on progress and results attained under the Strategic Plan Dr. Donna Murnaghan Chair, Board The Board, from the very beginning, has been focused on quality and safety, and is very pleased with the commitment to building and strengthening quality, safety, and person-centered care across the system. Access to health care is a very important aspect of quality health care. In order to make sure that Islanders have the services they need, will continue to improve access to appropriate care by the right provider in the right setting, within the resources available. As a health system, we also need to make sure that we use our resources in the best way possible. To do that we will identify efficiencies and opportunities to improve coordination so that care is delivered in the most effective way possible. looks forward to working collaboratively and in partnership with Islanders, the Department of Health and Wellness and the broader government to achieve the vision outlined under this plan of One Island health system supporting improved health for Islanders. Respectfully Submitted, Dr. Donna Murnaghan Chair, Board 2

5 EXECUTIVE SUMMARY VISION Our vision statement guides current and future actions and practices of the organization. One Island health system supporting improved health for Islanders. MISSION Our mission statement describes the purpose of and reflects the broad functions of the organization as defined in the Health Services Act, R.S.P.E.I 1988, Cap. H Working in partnership with Islanders to support and promote health through the delivery of safe and quality health care. VALUES Core values are integral to our activities and relationships as health care professionals and providers at. CARING We treat everyone with compassion, respect, fairness, and dignity. INTEGRITY We collaborate in an environment of trust, communicate with openness and honesty, and are accountable through responsible decision-making. EXCELLENCE We pursue continuous quality improvement through innovation, integration, and the adoption of evidence-based practices. STRATEGIC DIMENSIONS OF CHANGE Through a population health approach, shift from how services are delivered from a reliance on hospital-based services to community-based services. Renewed Model of Home-Based Services Renewed Model of Community-Based Primary Health Care Health Care System Enablers Integration of Acute and Facility-Based Care GOALS & OBJECTIVES The goals identify our major areas of focus. The future actions of the organization, over the next three years, will stem from the following goal statements and objectives: QUALITY We will provide safe, quality, and person-centered care and services by: Ensuring appropriate patient safety standards are met Embedding the philosophy of person-centered care Promoting improved health outcomes through prevention and education Fostering a healthy work environment ACCESS We will provide access to appropriate care by the right provider in the right setting by: Reducing wait times in priority areas Improving access to care for vulnerable populations EFFICIENCY We will optimize resources and processes to sustain a viable health care system by: Utilizing technology to improve the quality, safety, and continuity of care Improving management of bed utilization across the system Improving the coordination of care across the continuum of health services Effective resource management 3

6 INTRODUCTION Purpose s strategic plan outlines the organization s direction over the next three years ( ). The plan was prepared in accordance with the Health Services Act 3, which requires a strategic plan every three fiscal years. This document outlines s renewed mission, vision, values, goals, and identifies the priorities to be pursued in an effort to respond to public and stakeholder needs. As the key document describing the overall strategic direction for, it is intended to guide organizational decision-making and activities during 2013 to Furthermore, as a foundational document, it provides a basis for public reporting and s performance and accountability framework. Development of the Plan The plan was guided by information from many sources and builds on the achievements from the previous strategic plan. Key sources that informed the current plan include: Department of Health and Wellness As a crown corporation, s strategic direction is informed by the Minister of Health and Wellness through legislated documents, such as the Provincial Health Plan 4, and other associated policies and directives. Under the direction of the Health PEI Board of Directors, input into the organization s strategic direction was provided by the Ministry to ensure the alignment of policy direction with government (see Exhibit 1; for the expanded PEI Health System Organizational chart refer to Appendix A). Input from Key Stakeholders External and internal stakeholders provided their input through surveys, focus groups and facilitated discussions. Direction from both stakeholder groups was sought on priority areas, as well as key strategic elements such as the mission, values, vision, and goals. A multifaceted approach to engagement was developed to ensure input from a distribution of PEI s population based on a mix of age, gender, geography, and education. Reviews and Reports An analysis of numerous internal and external reviews and reports provided further background and support to the development of s strategic direction (see Appendix B). On an ongoing basis, actively monitors and analyzes provincial, national, and international trends in areas such as health outcomes, quality of care, health service utilization, clinical service standards, delivery models, and health system organization. Key Factors Key factors also informed the development of the plan, including: competing fiscal pressures, demographic challenges, new and emerging health technologies, shortages of health professionals, and increased expectations. Exhibit 1. PEI Health System Organization. 4

7 Strategic Plan PERFORMANCE & ACCOUNTABILITY FRAMEWORK s strategic plan is part of a broader performance and accountability framework. Exhibit 2 provides an overview of this framework, key planning, monitoring and reporting components, and sources of input. The strategic plan informs other organizational plans and reports, driving the activities and priorities of the organization at all levels. The strategic plan and the associated business plan, set forth a course of action and accountability to ensure progress on the strategic direction. The business plan is prepared each fiscal year and links to the strategic plan by defining the milestones, key deliverables, and performance targets for strategic priorities. Further detail on how each division contributes to the strategic direction is provided in each division s operational plan. Improving organizational performance and accountability to deliver more appropriate, efficient, and effective health services is a priority for Health PEI. As part of our commitment to sustain and strengthen performance and accountability across operations, defined monitoring processes are used to ensure transparency on an ongoing basis. This includes: annual review and analysis of progress ( Annual Report) on strategic areas of priority and audited financial statements biannual review of progress on strategic areas of priority quarterly review of quality and financial reports Over the next three years, will continue to focus efforts on integrating and evolving its planning, monitoring, reporting components, and performance tools in order to ensure Health PEI has a robust performance and accountability framework. PUBLIC LOW INPUT Public & Stakeholders Department of Health & Wellness Staff & Physicians Trends & Demographics Annual Performance Results Quality Improvement Surveys Policy & Directives Operational Issues & Risks Performance Results (Divisional) Staff & Physicians TARGET AUDIENCE 3-Year Direction Goals & Priorities Annual Organizational Priorities & Objectives Annual Divisional Objectives Strategic Plan Business Plan Divisional Operational Plans DETAIL Annual Report Accreditation Canada Report Annual Quality & Risk Report Strategic Priority Dashboard Evaluation Reports Quality & Financial Reports Quarterly Forecasts Quarterly Risk Reports Performance & Accountability Agreements FOLLOW-UP REPORTING & MONITORING INTERNAL HIGH Exhibit 2. Performance & Accountability Framework. 5

8 STRATEGIC DIRECTION s renewed strategic direction builds on many of the principles outlined in the initial strategic plan PEI Health System Strategic Plan , and its parent report An Integrated Health System Review in PEI - A Call to Action : A Plan for Change 5, 6. The renewed direction reinforces the need for a fundamental shift in how services are delivered from a reliance on hospital-based acute care services to a focus on areas such as primary health care and home care. Exhibit 3 outlines the shift in area focus, using the four strategic dimensions of system change, to guide us toward achieving our vision of One Island health system supporting improved health for Islanders. Mission Working in partnership with Islanders to support and promote health through the delivery of safe and quality health care Values Caring Integrity Excellence Vision One Island health system supporting improved health for Islanders Goals Access Quality Efficiency Reduce wait times in priority areas Improve access to care for vulnerable populations Ensure appropriate patient 7 safety standards are met Embed the philosophy of person-centered care Promote improved health outcomes through prevention and education Foster a healthy work environment Utilize technology to improve quality, safety, and continuity of care Improve management of bed utilization across the system Improve coordination of care across the continuum of health services Effective resource management Strategic Dimensions of System Change Renewed Model of Home-Based Services Renewed Model of Community-Based Primary Health Care Health Care System Enablers Integration of Acute and Facility-Based Care Exhibit 3. s Four Strategic Dimensions of System Change. While significant advances have been made (e.g., the establishment of five primary care networks across the Island, and enhancement of programs and services to treat chronic conditions 8 ), there is still much work to be done. Accordingly, our efforts will continue to advance this shift by investing and reallocating resources, and enhancing programs and services in the following key dimensions: 6

9 One Island health system supporting improved health for Islanders Renewed model of home-based services: extending and expanding services to support Islanders to remain home longer and return home sooner. Renewed model of community-based primary health care: improving access to primary health care services. Health care system enablers: efforts will continue to focus on improving the effectiveness and efficiency of our resources, processes, and support services. Integration of acute and facility-based care: focus on opportunities for integration of acute and facility-based care, ensuring that we are using beds and facility-based services more efficiently and effectively. Systemic change is essential but it is complex and takes time to implement. This realignment is essential to meeting the challenges that PEI s health care system faces. Included in this effort, among other things, is changing service and program demands to meet the health care needs of a progressively aging demographic and a population with an increased prevalence and complexity of chronic conditions. At a fundamental level, work on the four strategic dimensions of system change will continue. Further to this, has identified three goals quality, access, and efficiency. These goals will guide and direct our focus to improve health system performance over the next three years. Quality... we will provide safe, quality, and person-centered care and services. Continuous quality improvement represents an ongoing priority area for the organization. Quality is multidimensional and we have adopted a quality matrix with eight dimensions as outlined by Accreditation Canada. These eight dimensions are presented below in Exhibit 4. Population Focus Accessibility Safety Worklife 8 Dimensions of Quality Client-centered Services Continuity of Services Effectiveness Efficiency ӹӹ Population Focus working with communities to anticipate and meet needs ӹӹ Accessibility providing timely and equitable services ӹӹ Safety keeping people safe ӹӹ Worklife supporting wellness in the work environment ӹӹ Client-centered Services putting clients and families first ӹӹ Continuity of Services experiencing coordinated and seamless services ӹӹ Effectiveness doing the right thing to achieve the best possible results ӹӹ Efficiency making the best use of resources Exhibit 4. Eight Dimensions of Quality. 9 7

10 has an integrated quality management framework that is comprised of three separate components, including: Quality and Safety Council Quality and Evidence-Based Practice Sub-Committee Pursuing Quality and Excellence Program The Quality and Safety Council is a provincial body comprised of eighteen quality teams that are responsible for identifying, measuring, and monitoring areas for quality improvement, and embedding quality improvement practices in the organization. Further to this, the Provincial Medical Advisory Committee, through its Quality and Evidence- Based Practice Sub-Committee, focuses on quality improvement activities specific to physician clinical practice. More recently, adopted a new program Pursuing Quality and Excellence. This program explores further opportunities for continuous quality improvement initiatives across the continuum of the health care system such as, the application of the Lean Six Sigma methodology. Through this integrated quality management framework, will remain focused on continuous quality improvement. by targeting priority areas, including mental health and addiction services, chronic disease prevention and management, and services for children with special needs. Likewise, Home Care will also continue to implement initiatives designed to improve the comprehensiveness of the programs and services that fall under this umbrella. Results of a public engagement survey indicated the public was most concerned with wait times to access: primary health care providers, long-term care, and prevention and education, respectively. These areas of concern were further reiterated in the facilitated discussions that were held across Prince Edward Island. There was considerable support from participants, in the facilitated discussions and the online survey, to appropriately address gaps in access to primary health care services. Suggestions to improve access to primary health care services included: better utilizing nurse practitioners, extended clinic hours, and more walk-in clinics, especially for rural communities. Based on this input, and direction from the government 10, Health PEI will focus its efforts on reducing wait times in the following key areas: primary health care practitioners, long-term care, mental health services, addiction services, elective surgical services, and emergency services. Access... we will provide access to appropriate care by the right provider in the right setting. Access to specific services and programs was identified as a priority through a consultative process with the public. Improving access to appropriate care by the right provider and in the right setting is another strategic goal of Health PEI. This will be achieved by reducing wait times in priority areas, enhancing services in specific sectors, and improving access for vulnerable populations. As already noted, will continue to focus on enhancing services and programs within Primary Health Care and Home Care. Primary Health Care, which includes a large umbrella of services and programs, will continue to strengthen its portfolio Efficiency... we will optimize resources and processes to sustain a viable health care system. Optimizing the use of resources across the system remains a priority for in this upcoming strategic cycle. Increased efficiency will not only enrich the patient experience (through improved continuity and coordination) but enhance the effectiveness, quality, and utilization of our resources. System-wide efficiency improvements will benefit our patients, the organization, and the Island community. has identified four mechanisms that will direct and support the optimization of the organization s resources. We will focus 8

11 Strategic Plan on leveraging our technological resources by improving the utilization of monitoring and informed decision-making, particularly in the areas of quality, patient safety, and continuity of care. Opportunities to improve efficiency within the organization exist in maximizing the utilization and flow of patients through the system. In other words, providing services in the right location, by the most appropriate provider to achieve quality person-centered care. Improving bed utilization and the continuity and coordination of care for patients will support our efforts to ensure care is provided in the right location at the right time. Finally, health system service integration is an essential component of effectively leveraging limited resources. True optimization of Health PEI s resources requires a continued focus on management of human, technological, financial, and structural resources. HEALTH PEI S GOALS & OBJECTIVES The goals of s strategic direction identify major areas of focus over the next three years (see Exhibit 5). This is in response to the voices of both our external and internal stakeholders, as well as evidence and national best practices. It should be noted, that the goals and associated objectives are not mutually exclusive. For example, improving access to particular services by its very nature improves the quality of the system. Quality Access Efficiency Goals We will provide safe, quality, and person-centered care and services We will provide access to appropriate care by the right provider in the right setting We will optimize resources and processes to sustain a viable health care system Objectives Ensure appropriate patient safety standards are met Embed the philosophy of person-centered care Promote improved health outcomes through prevention and education Foster a healthy work environment Reduce wait times in priority areas: Primary Health Care Providers Mental Health Services Addiction Services Long-Term Care Elective Surgical Services Emergency Services Improve access to care for vulnerable populations, including: Children with special needs The frail elderly and seniors with complex health needs Utilize technology to improve the quality, safety, and continuity of care Improve management of bed utilization across the system Improve the coordination of care across the continuum of health services Effective resource management Exhibit 5. Goals & Objectives. 9

12 IMPLEMENTATION & ACCOUNTABILITY Implementation has a defined implementation matrix to undertake strategic work. Implementation of this plan will leverage standing leadership committees of (e.g., Quality and Safety Council and the Provincial Medical Advisory Committee) or develop specific strategic initiatives to address areas not currently under a committee (e.g., children with special needs). The leadership committees of are responsible for defined priority areas within the organization and work within their scope is crossdivisional, interdisciplinary, and ongoing. At the beginning of each fiscal year, these committees are required to review their terms of reference and develop an annual work plan that advances the priority areas identified in the strategic plan. The work plan defines the scope of activities for the fiscal year and includes key deliverables and milestones. In some cases, specific strategic initiatives will be developed to concentrate on areas of priority. This work will be chartered with a defined scope, schedule, and budget. Direction and support from across the organization is provided through steering committees that guide the work of strategic initiatives. More detailed planning and ongoing monitoring, which occur under the direction of the steering committee, will ensure the implementation of the strategy. Accountability To ensure accountability for this strategic plan, our goals and objectives will be assessed through a system performance matrix, which includes a review of patient outcomes (when applicable), and performance and financial indicators on a regular basis. The targets and deliverables defined by this matrix provide a direct link between the priorities outlined in this strategic plan and the concrete steps that will be taken over the course of the next three years. These targets will set on track toward the vision of One Island health system supporting improved health for Islanders. Further to this, to ensure its relevance within the context of an ever-changing external environment, will re-evaluate its strategic priorities annually within the context of available resources and adjust them as required to ensure that the organization continues to respond to the health needs of Islanders. These annual documents ( Business Plan and Annual Report) comprise part of s accountability framework. Finally, is committed to working with stakeholders in order to realize its vision. As such, a major priority for us over the next three years is to work with stakeholders to inform our strategic direction and necessary improvements, and to work together to improve the health of islanders through our shared responsibilities. Central to any stakeholder engagement process will be a defined process of ongoing public consultation. 10

13 REFERENCES/NOTES 1. (2009). PEI Health System Strategic Plan Document Publishing Centre. 2 Health Services Act, R.S.P.E.I 1988, Cap. H Strategic plan, as established pursuant to the provisions of the Health Services Act, R.S.P.E.I. 1988, Cap. H Provincial Health Plan, as established pursuant to the provisions of the Health Services Act, R.S.P.E.I. 1988, Cap. H (2009). PEI Health System Strategic Plan Document Publishing Centre. 6 Corpus Sanchez International Consultancy. (2008). An Integrated Health System Review in PEI A Call to Action: A Plan for Change. 7 The word patient is a generic term used to describe any patient, client or resident. 8 Refer to s Annual Reports for further information on advances and accomplishments of its strategic initiatives. Located on the web: 9 Qmentum Program. Leadership Standards For Surveys Starting After: September 04, Published by Accreditation Canada, ver. 7, Third session of the 64 th General Assembly November 13 th, 2012 (Speech from the Throne). Note: Government s 2012 Speech from the Throne placed priority on five areas, including:, improving access to emergency services, improving access to general practitioners, improving access to mental health and addiction services, reducing wait times for long-term care, and reducing wait times for elective surgeries. 11

14 12 APPENDICES

15 Appendix A - PEI Health System Organizational Chart

16 Appendix B - Documentation Supporting and Its Current Direction Legislated Documentation and Activities Transition Period Public Engagement Strategy 2013/16 Strategic Plan Public Engagement Strategy 2009/12 Strategic Plan 2010/11 Business Plan 2011/12 Business Plan 2012/13 Business Plan 2013/14 Business Plan Wait Times Strategy 2007/11 Ascent Final Report LTC 2007/17 Specialized Planning, Communication, Documentation and Reporting Building an Agile Organization 2008/13 An Integrated Health System Review in PEI A Call to Action: A Plan for Change Accreditation Survey Report 2007: PEI Department of Health PEI s Healthy Aging Strategy Patient Safety Strategy Transforming How We Provide Care Transition Management Mental Health Services Strategy Health Governance Advisory Council Final Report Physician Human Resource Report Primary Health Care Survey Accreditation Canada Report: 2010 Report of the Council of the Federation Working Group on Health Care Innovation: From Innovation to Action

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18 One Island health system supporting improved health for Islanders

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